Vision, innovation… What for?Better definition and orientation

• We need to define a vision of the desired future, to avoid erratic movements and irresponsible actions.

Improvement

• “Planning is not an event. It is the continuous process of strengthening what works and abandoning what does not” Peter Drucker

Transformation

Where do we want to go? Vision

Planning now for the future

Change Reform

Organisational learning

To define aims

To analyse and make a diagnosis

To plan a project

To evaluate

Where do we want to go? To improve

To implement the project

Content• The role of institutional actors ( Who’s who?)

-Identifying agents and responsibilities for changing concepts

• More involvement needed (Why do it?) -Values and Beliefs

• More coherency needed (Who are we?) -Identity and Mission

• Better definition and orientation (Where to?)

- Vision and innovation

• Better adaptation to context (What for?)

-Aims and Goals

• Too much territory & dispersion (How to manage?) -Strategic Plan, SWOT, Management Design

• Resources (tools or strategies?)-Training, Leadership, Participation, Assessment… … … ...

Identifying clear aims … What for?Better adaptation to context

• Sometimes, work is not integrated enough in the main curriculum of schools

Content•Information & science •Literacy & Basic skills •Schools for everybody

•Inclusive and sustainable policies

To know

Performance•Learning styles & strategies

• Multiple intelligence

• ‘Can do’ skills

•Action-research and innovation

To know how

Learning: evolving concepts

What for? Aims

To know how to be with oneself and with others

Adapted from: Jacques Delors 1999

Attitude• Conflict management•Teamnet & Networking

•Communication & Production•Complexity & Globalization

•Reflective practice

To know how to be...

Educational Aim: to educate for a better world for everybody

• Training citizens:– culture: flexibility & respect– policy: involvement & equity – society: leadership & action

• Training professionals– Competencies and Knowledge– Attitudes and wisdom

• Changing and innovating– Creativity and Sustainability

Changing people

Changing society

What for? Goals

Content• The role of institutional actors ( Who’s who?)

-Identifying agents and responsibilities for changing concepts

• More involvement needed (Why do it?) -Values and Beliefs

• More coherency needed (Who are we?) -Identity and Mission

• Better definition and orientation (Where to?)

- Vision and innovation

• Better adaptation to context (What for?)

-Aims and Goals

• Too much territory & dispersion (How to manage?) -Strategic Plan, SWOT, Management Design

• Resources (tools or strategies?)-Training, Leadership, Participation, Assessment… … … ...

Planning… What for?Too much territory & dispersion

• We need to analyse opportunities and threats to empower strengths and to counter weakness, if we want to progress in the most efficient way.

EDU

Prefer clear and concise information to long texts, often meaningless and useless.

Learning Organization moving towards “changing for a better future”

Support & examples

Complete sequence

MissionIdentity, service and function of the organization

Who? Community building and Knowledge building

Support & examples

Values Principles and attitudes of the organization

Why? Transcendence and commitment

Support & examples

How?Action PlanPrograms and projects

Leadership and participation in Strategic Plans and Programs

Support & examples

VisionFuture image of the the organization

What?

Font: Adapted from Ignasi Garcia

How to manage?: Strategic Planning

How to manage: SWOT

Threats Opportunities

Entorn humà d’exalumnes desvagats que donen malaimatge a l’entorn del centre i generen conflictes Nucli empresarial poderós

Manca de flexibilitat normativa per aplicar mesurescorrectores a l’alumnat amb comportament notablementinadequat

Existència de projectes del Departament d’Educació

Diferents sensibilitats i accions dins del consistori, en funcióde les regidories

Bona disposició del consistori per col·laborar en l’educació deljovent

Escassa oferta cultural i d’oci al jovent del municipi. Punt d’informació juvenil amb subseu al centre docent

Regidoria de Joventut amb empenta i voluntat de servei

Strengths Weakness

Gruix important de professorat compromès (50%)Plantilla inestable formalment: presència notable d’interins icomissionats de serveis tot i que amb continuïtat.

AMPA reduïda però molt col·laboradoraClaustre acrític o confiat respecte de les decisions de l’equipdirectiu

Pocs alumnes conflictius (<10%) Alumnat amb baixa motivació per l’estudi

Participació en nombrosos projectes d’innovació Gruix important d’alumnat amb dificultats d’aprenentatge.

Bona estructura organitzativaFalta de respecte al professorat per part d’un bon sector del’alumnat

Strategic Plan: Values, Mission, Vision

Our Mission

The National Aquarium in Baltimore seeks to stimulate interest in, develop knowledge about, and inspire stewardship of aquatic environments. A member of the Baltimore community, Maryland's leading tourist attraction, and an international icon, the Aquarium provides cultural, recreational, and educational experiences that meet the needs of diverse communities. We are committed to contribute substantially to the economic development of the local region by conducting a financially stable business in a way that demonstrates an awareness of community needs.

The Aquarium adheres to the highest principles of husbandry, staff development, fiscal responsibility, and economy of resources, and we strive to provide effective outreach and conservation programs. Meanwhile, we conduct research and utilize state-of-the-art technology.

Our Values

In all operations, we practice and promote the highest standards of animal husbandry. To be the best aquarium in the world, we owe our visitors the finest possible experience from their first point of contact. By constant evaluation of visitor satisfaction, we strive to exceed expectations for facts, fun, friendliness, and service. We strive to recruit, train, and develop exceptionally talented and effective board of directors and staff. We create a safe work environment which encourages teamwork, personal initiative, and accountability. We are accountable for the efficient use of our internal resources of capital, facilities, and personnel. We promote appropriate use of natural resources through example, education, and action.

Exhibit Philosophy The Aquarium's exhibit philosophy flows directly from the mission and value statements. The Aquarium strives to blend naturalistic exhibit elements with the most modern interpretive techniques, engaging visitors by focusing on the beauty of the aquatic world and thereby eliciting an emotional response and awakening in visitors the desire to be environmentally responsible.

Organizational Strategic Plan :Programs, projects and activities

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-…-…

-…-…

-…-…

-…-…

Strategies

Resources

Aims & Objectives

Font: Adapted from UMCE-OSAC

1.Improve results

2.Increase participation

How to manage: Management Design

Programs Projects Activities

Agents-Co-ordinators-Participants

Methodology-Networking-Teamwork

Training-Seminars-On-line support

Materials-Server-WebPage

Others-Legal status-Policy